Managing Organizational Changes and Development

8/2/2019 Managing Organizational Changes and Development

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Managing Organizational ChangesManaging Organizational Changes

and Developmentand Development


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Making things differentChange

the movement of an organization from its currentstate to some future and preferred state.

it does not occur spontaneously; it takes placewhen the forces encouraging change becomemore powerful than those resisting change.

OrganizationalChange

change activities that are intentional and goaloriented.

PlannedChange


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Planned Change in terms of

order and magnitude

linear and continuous change

implies no fundamental shifts in assumptionsthat organizational members hold about theworld or how the organization can improve itsfunctioning.

First Order

Change

multidimensional, multilevel, discontinuous,radical change involving reframing ofassumptions about the organization and theworld in which it operates.

Second OrderChange


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Who are the Change Agents?

they are the person whoacts as catalysts andassume the responsibility formanaging activities

they can be managers,employees of theorganization or outsideconsultant


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Forces for ChangeForces for Change

TechnologicalForces

Employees Needsand Values

Social Forces

Business andeconomic forces

Organizationalforces


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Types of ChangeTypes of Change


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Types of Changes According to degree

which they are innovative

involves new equipment, new work procedures, new methods ofprocessing information and other automation.

Technological Changes

involves changes on organizational design and the methods tocoordinate work.

Structural Changes

involves improving employee skills, attitudes, motivation and behavior.

People Oriented Change

concurrent change in organizational technology and structure.

Techno structural Changes

concurrent change in people and technology.

Socio technical Change


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Reasons behind our reactions to changeReasons behind our reactions to change

when we conclude that a proposed change will cause us tolose something of value, we have vested in resisting it. Themore we expect to gain from change the more we support it.

Perception of value

we all fear the unknown, so we are less likely to supportchange if we dont understand it. If we are confused aboutthe implications of change, we usually assume the worst and

react accordingly.

Understanding the change

if our trust in management is low, our first reaction is to ask,what is really going to happen and how it is going to harmme? When we dont trust the initiators of change, virtuallyany change tends to be received negatively. When trust ishigh, we are more likely to support change.

Trust in the initiators

it is clearly logical to expect that those who think change is agood idea will more likely to support it than those who thinkchange is a bad idea.

Agreement with the change

our personal characteristics affect whether we will support orresist change.Personal Feelings


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Resistance to Change

Distracting Demotivating

Insecurity Compromising Timing Indecisiveness


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Developing support for

change


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Organizational DevelopmentOrganizational Development

a collection of planned change interventions, built on

humanistic-democratic values that seeks to improveorganizational effectiveness and employee well-being.

a process for diagnosing organizational problems by lookingfor incongruencies in environment, structures, processes and

people.


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Organizational development starts with the

development of people which could be

achieved through

1. Making employees feel theirimportance, shown through

right just and fair return for thehuman capital investment.

2. Providing a good workingenvironment where the

employees would feel secure,safe and comfortable whileperforming their respective

tasks.

3. Recognizing and satisfyingthe needs of each employee.

4. Improving the employeespersonal conditions in a

workplace where they willconsider work as play, not a

tedious task that exhaust

them.

5. Involving employees inmatters that affect them.

6. Letting employeesexperience freedom to decide

on what they want to do intheir assigned tasks with

provisions to balance.


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Planning and managing the

change process

Managing Organizational Changes and Development

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